View methods side by side.
Choose up to four methods. Add them using the search and share the comparison by copying its link.
| Criterion |  Business Strategy McKinsey 7S |  Team Design Team API |  Facilitation Power Interest Grid |  Delivery Communication Plan |
|---|---|---|---|---|
Purposedifferent | McKinsey 7S checks whether Strategy, Structure, Systems, Shared Values, Skills, Style, and Staff fit together. Organizational misalignments become visible across multiple levers as a result. | When expectations between teams stay fuzzy, it describes how a team can be reached, used, and held accountable. It clarifies responsibility, interaction, and load between teams. The result is captured as a Team API document. | When many stakeholders compete for attention at once, the Power Interest Grid sorts them by influence and stake. It turns individual contributions into a visible selection. The result is captured as a Power Interest Grid and a stakeholder-specific strategy. | When many people need to be informed in parallel and messages would otherwise arrive unevenly or too late, a Communication Plan orders communication reliably. Channels, audiences, and cadences interlock so important information doesn't get lost. |
Complexitydifferent | Medium | Low | Low | Low |
Timedifferent | 2-4 h | Half day initial, dann laufend | 30-60 min | 45-90 min |
Participantsdifferent | 3-12 | Ein Team plus Stakeholder | 2-8 | 2-6 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop + async |
Outputdifferent | 7S Assessment, Alignment Gaps, Change Actions | Team API Document | Power Interest Grid, Strategy per Stakeholder | Communication Plan, Channel Matrix, Message Cadence |
Tagsno overlap | OrganizationStrategyAlignmentChange | TeamAlignmentCommunicationService | StakeholdersFacilitationAlignmentPlanning | CommunicationStakeholdersDeliveryPlanning |